The First Step in Master Data Management
From Tactical to Strategic Data
Governance
Proprietary & Confidential
Agenda
Data Governance Framework
Tactical vs. Strategic Data Governance
Reusable Components
Gap Analysis
About FSFP
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[ DATA GOVERNANCE FRAMEWORK ]
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Data Governance
Data Governance is the organizing Communication
framework for establishing strategy,
objectives and policy for effectively
managing corporate data. Data
Standards Data
and Strategy
It consists of the processes, policies, Modeling
organization and technologies required
to manage and ensure the availability,
usability, integrity, consistency, audit Data Policies
and Processes
ability and security of your data.
A Data Governance Program consists of the
inter-workings of strategy, standards,
policies and communication.
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Why is Data Governance Important?
Increasing customer demands, new regulations
Streamlines and unifies approach to managing data
Ensures the right people are involved in determining
standards, usage and integration of data across
projects, subject areas and lines of business
Balances silo-ed short-term project delivery focus
Traditional projects dont give enough focus to data
management
Systems are becoming more challenging to manage
Data quality issues are persistent
Data is a valuable Corporate Asset
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Comprehensive Data Governance
Framework
Standardized methods and Statistics and Analysis
data definitions Tracking of progress
Decision Rights Monitoring of issues
Controls Continuous
Accountability and Improvement
Ownership Score-carding
Metadata Management
Arbiters and Escalation Data Quality
points Data Sharing
Stakeholders Data Architecture & Security
Roles and Responsibilities Metadata Management
Data Stewards Data Mastering
Vision and Mission
Alignment with Training and Awareness
Corporate Objectives Mass Wiki or Intranet
Implementation Plan Individual Updates
Pertinent, specific and
timely
Maintain interest and
commitment
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[ TACTICAL vs STRATEGIC GOVERNANCE ]
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Tactical vs. Strategic Data Governance
Tactical Strategic
Project focused Long term program
Single data type Single or Multiple data
Single Line of Business types
Simple Multiple Lines of Business
Less impact Complex
Significant impact
Series of tactical projects
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Differences
Scope
Stakeholders
DG Team personnel
Data Types
Impact
Complexity/Difficulty
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Which comes first?
Strategic DG could start as tactical projects that
ultimately create enough value and raise enough
awareness to get Exec level support
Tactical DG can be those projects that all together
make up Strategic DG
Either
Credit Risk New Client On- Client Self- Product Data
Governance Boarding Service Standardization
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Strategic Program Components
Charter
Alignment with Corporate Objectives
Operating Model
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Reusable Components
Communication Plan, process and infrastructure
Training Plan, process and infrastructure
Organizational Roles
Role Definitions and Responsibilities
Metrics, Measurements and Scorecards
Technology
Some Policies and Processes
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[ OPERATING MODEL ]
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Sample Project Operating Model
Governance/ Project Steering Committee
Management
Data Governance Leads: Business and IT
Project Manager
Data Governance Working Committee
Data Governance Lead: Group Chair
Placeholder to create
SME Privacy SME Trust SME Basel SME Risk SME Banking SME IT SME SME
Operations Brokerage
Execution
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Sample Program Operating Model
Customer Data
Data Governance Steering Group
Governance
Business Sponsor
Data Governance Lead: Group Chair
Risk/
Compliance
International Finance
IT
Operations
Management Office of Data Governance
Data Governance Leads: Business and IT
Project Manager
Data Governance Working Committee
Data Governance Lead: Group Chair
Placeholder to create
SME Privacy SME Trust SME Basel SME Risk SME Banking SME IT SME SME
Operations Brokerage
Execution
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Sample Multi-Domain Operating Model
Data Governance Business Sponsors
Governance
Team
Customer Product Supplier
Data Governance Data Governance Data Governance
Steering Group Steering Group Steering Group
Data Governance Sponsor Data Governance Sponsor Data Governance Sponsor
Group Chair
Group Chair
Group Chair
Management
Office of Data Governance Office of Data Governance Office of Data Governance
Business and IT Business and IT Business and IT
Data Governance Data Governance Data Governance
Working Committee
Working Committee
Working Committee
Execution
Execution
Execution
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[ POLICIES & PROCESSES ]
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Sample Reusable Policies and Processes
Policy creation & approval
Data Quality root cause analysis & remediation
DG Service Requests
DG issue escalation & remediation
Data Model review & change
DG Project Checkpoint Review
Metadata integration & management
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[ FROM TACTICAL TO STRATEGIC ]
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Moving from Tactical to Strategic
Create Strategic Roadmap
Perform Gap Analysis
Compare Project Plans
Review Components of Framework
Redo Stakeholder Analysis
Identify technology modifications
Craft transition Project Plan
Adjust Personnel
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Stakeholder Analysis Framework
These high-level steps guide the activities in driving the Stakeholder Analysis. They happen simultaneously,
but inform and reinforce each other and come together in the final Stakeholder Management Plan.
Conduct Conduct Develop Coordinate with
Determine Key
Stakeholder Communication Stakeholder Communications
Messages
Analysis Audit Management Plan Activities
Define stakeholder
groups Understand
messaging that has
taken place to
Streamlines
communications to
emphasize the
Structure defined
processes
Structures the
communication
process
Identify individual Track overall
stakeholders
Assess their
date
Determine the
most strategic /
critical
progress
Insure that all key
Ensures that
messages are
communication Converts the systematically
Impact / Influence stakeholders are
vehicles with the communication reinforced
reached
Determine gap
between current
and desired state
greatest or most
targeted impact
for each
requirements into
communication
messages
Systematically
engages and
Incorporates
feedback for just
in time
of MDM and Data stakeholder group coordinates
Maps messages to adjustments
Governance leadership action
target groups
Identify the most Organizes/ links
critical formal and
the overall
informal nodes in
campaign
the organization
Completed Started Not Started
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Identifying the Stakeholders
IT LOB 1 LOB 2 LOB 3 LOB 4
Jane Doe X X X X
John Smith
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Stakeholder Group Stages of Engagement
Using this framework enables clear gaps in stakeholder
High engagement to be identified and subsequent change
strategies to be put in place to enable the gaps to be
Internalization
closed Ive made this my own and will
constantly create innovative
ways to use it
This is how we do business
COMMITMENT / ENTHUSIASM
Institutionalization
I understand how
CADS positively impacts
and benefits me and Northern
Positive Perception Adoption
I am willing to work hard
to make this a success
I know the concepts
Awareness
Understanding
I understand what this means to
Contact me and Northern as a whole
Ive heard about this
program/project
Low
Status Quo Vision
TIME
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Understanding Stakeholder Group
Engagement Gaps
Byfocusing on the gaps of those groups that are highly impacted and influential to project
success, a prioritized change strategy begins to take shape.
Stakeholder Contact Awareness Understand Positive Adoption Institution Internalize
Awareness
Group
IT
Target
LOB 1
Current Target
LOB 2 Current Target
LOB 3
Current Target
LOB 4
Current Target
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Stakeholder Analysis
What are their drivers?
What are their goals?
What are their concerns?
What are they trying to avoid?
What are their priorities?
Which goals are critical?
What happens if those goals are not achieved?
Exercise: Map the business drivers to the Stakeholders (15 Min)
Exercise: Rank the priorities, High, Medium, Low (5 Min)
Two groups to present goals (IT and Business) (5 Min)
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Gap Analysis
Component Reusable Gap Adjustment
Strategy
Charter X Guiding Principles Expand
Alignment with Corporate Modify messaging to
Objectives X Greater Alignment include additional links to
Corporate Objectives
Implementation Plan X Only Process Reusable Create new plan
Operating Model
Framework X
Roles X
Personnel X X Redo Stakeholder Analysis
Responsibilities & Ownership X Ownership Extend
Escalation/Arbiters
Policies
Policy Creation & Approval X As Is X
New Customer Creation New Policy Create Policy
Service Request Creation X X
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Gap Analysis
Component Reusable Gap Adjustment
Strategy
Operating Model
Policies
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[ WHO WE ARE ]
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First San Francisco Partners
First San Francisco Partners is entirely focused on helping our clients
leverage data as an asset through Data Governance and Master Data
Management. We are a group of experts from the industry who can
help you create a strategy, align your organization and deliver
business value in both the short and the longer terms. We do this via:
Data/Architecture Readiness MDM Implementation Specialists
Assessments Alignment Workshops
Data Governance Assessments Data Governance Strategies
ROI and Business Case
Technology Evaluation Assistance Development
Program Management Expertise On-going Business Alignment
Data Architects / Integration support
Specialists
Facilitation, Enablement, Empowerment
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Offerings
MDM Stage Analysis Chosen Technology Manage and Extend
Offerings
Assess and Align
Data Quality Assessment X X
Architecture Assessment X X
Data Governance Readiness
X X X
Assessment
Alignment Workshops X X X
Strategize and Plan
Business Case and ROI
X X
Development
Data Governance Strategy X X X
Architectural Planning X X
Technical Evaluation Assistance X X
Action and Measure
Agile MDMTM X X
Implementation Consultants X X
On-Going Support X X
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Contact Information
Kelle ONeal
Managing Partner
415-425-9661
[email protected]
Mike Watson
Director, Business Development
630-881-4771
[email protected]
www.firstsanfranciscopartners.com
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[ THANK YOU ]
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